Designing an Optimal Model for Human Resource Brand in Iranian’ Estate Organizations (in Line with Human Resource Productivity)

Subject Areas : Business Management

Karim Esgandari ¹ , Nasrin Jazani ² , Gholamreza Memarzadeh Tehran ³ , Morteza Mousakhani ⁴ , Ali Mohtashami ⁵

1 - Department of Estate Management, Ghazvin Branch, Islamic Azad University, Ghazvin, Iran.
2 - Department of Business Management, Shahid Beheshti University, Tehran, Iran
3 - Associate Professor, department of Estate Management, Science and Research Branch, Islamic Azad University, Tehran, Iran
4 - Professor of Management Department, Faculty of Management, Islamic Azad University, Tehran University of Science and Research, Tehran, Iran
5 - Associate Professor, department of Industrial Management, Ghazvin Branch, Islamic Azad University, Ghazvin, Iran.

Received: 2018-03-13 Accepted : 2018-09-10 Published : 2019-02-20

Keywords: Human Resources, Fuzzy Inference, Human Resources Brand, Optimal Combination,

Abstract :

Human resource branding is a relatively new approach taken from the field of "marketing" which is regarded as the essence of human resource marketing. This emerging arena provides a tremendous opportunity for enhancing human resource assumptions and stabilizing estate organizations as brands. This mixed-method study was undertaken to design an optimal model of human resource brand in estate organizations based on the Fuzzy Inference Method. The first phase of the study, thus, employed a qualitative method to propose a comprehensive model of human resource branding. Further, the initial conceptual model of the research was formed after the categories, concepts and codes of the human resource brand were identified.In the second phase, the mathematical model of Fuzzy Expert System was employed to provide a desirable combination of the components of the model that could optimize the human resource brand. The findings emerging from the study revealed that human resource brand of the organization employees can be optimized by 49.5 if they concentrate on organizational values (13.3%), cultural values (17.7%), social values (44.2%), Iranian-Islamic cultural values (76.3%), Individual competencies (29.9%), professional competencies (88.6%), and employer's brand (29.3%).

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